Most executives, shown a slide deck with nothing to prove yet, say: "Come back once you've got results." That's exactly what the deck I sent out on January 16, 2026 looked like — no photos, no registration numbers, not even a signed venue contract. But twenty executives read it and, instead of waiting, each put down NT$20,000 of their own money to carry the risk first. That's not sponsorship — it's carrying the risk before the result exists. The NT$400,000 it raised never bought the face value of a ticket; it bought more than two hundred people, who couldn't otherwise have been part of this conversation, a seat in the room. So which are you: someone who only believes once they've seen the outcome, or someone willing to carry it first?

多數企業高層看到一份還沒有任何成果的簡報，會說：「等你們做出成績再來談。」2026年1月16日我發出的那份簡報就是如此——沒有照片、沒有報名數字，連場地合約都還沒簽。但二十位企業高層看完後，做的不是等待，而是各自掏出新台幣兩萬元，先扛下風險。這不是贊助，而是在成果出現之前先承擔風險。四十萬元換來的不是票的面額，是兩百多個原本進不了這場對話的人，走進現場。你，是等看到成果才敢相信，還是願意先承擔？

Most people assume the hardest part of running an international conference is the agenda and the budget. It's actually turning a group of strangers into a team that takes ownership on its own — in four weeks, starting from a single recruitment post. This isn't about treating volunteers as task-executors; it's about making the vision unmistakably clear, then handing over the decisions. Twenty open spots grew into a team of thirty-one — I didn't personally recruit a single one of the extra eleven. This is the story of a Product Owner who built a real team through vision, not management — and it's written for every leader who's afraid to actually let go.

多數人以為辦一場國際級盛會最難的是議程和預算，其實最難的是怎麼讓一群互不相識的人，在四週內從一則招募貼文，長成一支願意主動扛責任、彼此補位的隊伍。這不是把志工當成執行任務的工具，而是把願景講清楚，然後把決定權交出去——結果二十個名額，最後長成三十一人的隊伍，多出來的十一個人沒有一個是我主動邀請的。這篇文章記錄一個 PO 怎麼用願景，而不是用管理，召集出一支真正的團隊，也寫給每一個不敢真的放手的帶隊者。

Most agile conferences end with a photo album and a vague feeling that ‘it went well.’ RSG Taipei 2026 ended with 174 independent surveys and an NPS (Net Promoter Score, scored from -100 to 100) of 71 — with 51.7% of respondents at management level or above. That's not a coincidence. It's a harder question, finally answered head-on: what actually stalls a company was never a shortage of agile methods — it's whether the decision-making layer is willing to lay its judgment calls out for the team to see. The ceiling isn't the team. It's the decision-makers. If your organization is also stuck somewhere on its agile transformation journey, this is something that can be designed.

多數敏捷大會辦完，留下一本相簿與一句「辦得很成功」的自我感覺。RSG Taipei 2026辦完，留下174份問卷、NPS（淨推薦值，計分範圍-100至100）71分的獨立回饋——51.7%的填答者是主管級以上。這不是巧合，是一個更難的問題被正面回答了：企業真正卡住的，從來不是敏捷方法不夠，而是決策層願不願意把判斷攤開來給團隊看。天花板不在團隊，在決策層。如果你的組織也在敏捷轉型路上卡住，這件事，是可以被設計的。